YOUNG BARNET FOUNDATION Flnancl•l Year End 31st December 2024 Rew1 and Flnan¢lal Accounts Charlty registrntton IlfA713 Registered Office: 85 Brookhill Rd, East Barnet. EN4 8TE Trustees Jonathan Beverlv Seema Mann Matt Lent Lanre Ireslgned May 2025) Orlbi Davles Matthew Alhie Hannah Guirao Navaneethan Shanmugasundarnm Auditors: Graviia Audit Oxford LLP Chalr's Reflectlons 2024 l am pleased to report on Youn8 Bamet Foundation's perfomiance for 2024. This year reaffirmed the resilience and adaptability of our organisation as we continued to strengthen support for our membefs desplte the challen8in8 environment. The persistent structural inequalities, the legacy of COVID-19. and the cost.of-liwng crisis. coupled wrth the rising demand for mental health supp)rt among chlldren and young people, created sustained pressure on our sector and its leaders. As Chair of Trustees, l am proud of our team's steadfast dedlcatlon to being a source of support. advocacy, and partnership-building. YBF'S strate8ic view of Barnet and its close partnerships. particulort¥ Barnet Together and the 8arnet Alllance. were central to our impact across the boroLBh. These collaborations allowed us to Jmplify the voices of our diverse membership and ensure their contrlbutSons were reco8nised in shaping a safer. fairer. and more connected 8arnet. The sUPPOrt Y8F has provided to its members continues to be hugely impaciful. This was delivered through capacity and fundraisi￿ support sesslons with individual members. brokering new partnerships and collaborations, and adwjcacy at strategic forums across the borough. Flnanclal support for our mernbers remalns a core component of our mlssion. Through our Space2Grow plarform, YBF facilitated 8 funding rounds In 2024, totslling c. £440k. This cruclal funding enabled our members to deliver vital services= from educational support for 5upplementsry schools to providing safe spaces and enrichlng activities for thousands of hildren and young people. Addits'onalty. we successfully coordinated the government- backed HAF programme. distributln8 c. £280k to members. which supported over 2.5(N) unlque children and young people. These achievements are a testsment to our ongoing commStment to our vislon.. en5urlr8 every child and young person in Bamet has the opportunity to thrive. Y8F's commilment to collaboratbon and sector representatton was a key achievement thls veay. The delivery of another successful Sector Conference showcased the strength of partnership working through the Barnet Together Partnership. reinforcin8 the voluntarv sector's volce and commitment to addressin8 shared challenges. Furthermore, our commitment to inclusion was central to our work, notably through advancing work on equalittes and the continued focus of our BT Équalitles Network. providlng a platform for underrepresented communities. In terms of or8anisètional resilience, Y8F continued to strengthen its governance, policies. and risk management framework. The Board of Trustees maintalns a Vi8llant approach. with the Finance and Risk Committee overseeing all risks. I would like to take this opportunity to extend a hearrfelt thank you to Janet. our CEO, and the entire YBF team for their tireless work and commitment throughout the year. Theiy dedication is the driving force behind our continued success. I wish to formally express my gfatitude to my fellow Trustees for their dedication and valuable contributions to the governance of the charity. As we look ahead, l am conlident that YBF will continue to be a champion for partnership workin& invest in data and evidence. and provide capacity buildin8 and advocacy for our members. We remain committed to ampltfying the voices of communities and working together for safer, fairer, stronger. and more connected communities where chlldren and young people can fulfil their potential. Finally, durin8 the 2025 tinancial year to date we have seen some changes to the Board. Flr5t. we said farewell to Matt Lent who has been a Trustee with YBF for nearly 8 years. We've benefitted hugety from Matt's sector experience and guidance, and I want to express mygratitude lo him for his generous commitment during his time on the Board. Second. we welcomed our newest Trustee, Navaneethan Shanmugasundaram, in May 2025. Nav h35 brought financial and technology expertfjse to the Board, and I look forward to working with him in the comlng years. Jonathan Bevefly, Chalr of the Board of Trustee5 CEO'S Reflertlons 2024 Looking back on 2024, 1 am Pfoud of the progress that Young Barnet Foundation continues to make in stren8thenln8 SUPPOrt for our members and the wider voluntary, community, faith and social enterprise IVCFSE) sector through our work and the work undertaken through our partnerships-Barnet To8ether and the Bamet Alliance. We are privileged to work alongside such a diverse membership. The fact that $0 manv return to U5 year after year reassures us that our services rernain relevant, impactful, and responsive to the needs of our members as well as children. young people, and families they support across the l)orough. As an Snfrastructure organlsèyon, we tske a whole-5yStem view of Barnet. By listenin8 closely to both our members and the communitSe5 they serve. we ensure our support is aligned to local need. This not only strengthens the organisations we work with but a150 amplifi'es the diffefence they make for children and young people. Our achlevements in 2024 Included: l. Member Support Provided over 284 one-to-one capaclty bulldln8 and fundralslng support sesslons. Delivered a wide ran8e of tralnlnl and networklng opportunllles. Dedlcated more than 1.165 hours to representatlon and ad¥oca¢y at 5tTate8ic forums. Supported both supplementsry s¢hools and malnstream Schools. Brokered 215 new partnewshI￿ and tollaboratlofts. 2. Barnet Together Partner5hlp Advanced work on equalities and sector volce. Dellvered another successlul Barnet To8ether Sector Confer8n¢e. showcasin8 the strength of partnership working. 3. Oryanlsatlonal Reslllence Managed leadershlp transi1Sons following the departure of long-standin8 Staff, demonstraring our resilience and adaptability. Continued to stren8then our governance. policies. Jnd rlsk management framework. Respondln8 to Sector Challen8eS We cannot ignore the realitr'es facing our members. Rising demand for mental health support among children and young people. coupled with persistent structural inequalities, the le8acy of COVID-19, and the cost-of-living crisis. has created a diffi'cult environment for the sector. Leaders and staff are under sustained pre55ure, and wellbelng is a growlng concern. At Young Barnet, we know we cannot solve every challenge. but we are commirted to being a steadfast source of support. advocacy• and partnershlp-bulldlni. Looklng Ahead Young 8arnet Foundatlon wlll contlnue to,. Champion partnershlp workln8 and collaboratlon, Invest in data and evklence to inform need. Provide capa¢lty bulldlni and advocacy for our members. Amplify the vokes of communltles across Barnet. Together, we strive for safer, fairer, stron8er, and more connected communltfes where children and youn8 people can thrive. A heartfelt thank you to our dedicated team, trustees, and members-you are the drlvln8 force behind our success. It toke5 o villoge to roise a child. In 8ofnet, it tokes 0 8omugh. Janet Matthewson. CEO 1.0 Board Strurture, Governance and Mana8ement The Board of Trustees oversees the govemance of the charity, meeting at least six times each year. Trustees appoint the CEO. who is responsible for day-lo-day opeTrtions and provides regular report5. advice. and Strategic insight to the Board. The CEO operates under delegated authority. as defined within our Board-approved scheme of delegation. policies. and procedures. Our MI￿10￿. To ensure every child and young person in Bamet ha5 ac￿$$ to the opportunities. act6vities. and support they need to thrive. Our Vtslon: A Borou8h where all children and young people can fulfil their potential- supported by empowered mernbers and strong community Partnerships. 2.0 Flnanclal Review Young Barnet Foundation continue to build the financial and accounting framework following the inaugural audited accounts and annual report In 2022. The operating model has been further developed with a robust process working with third parties outsourced service providers and industry recognised accounting 5yStems. Flnanclal End of Year posltlon These accounts represent the results of the charity for the period from the start of the Ilscal vear on 1st January 2024 to 31st Decernber 2024. Ouring the period the charity had total Incoming resources of £1,172.405 and total outgoing resources of £961.588 resultin8 In net out 23% higher than the pre¥lous ￿ar. As seen in the tsble below lan extiact of the Annual Accounts), the Income is presented as restrlcted funds and unrestricted funds in Ilne with SORP accounts'n8 Standards. john Lyons Charlty continue to be a key funder through our Young People Foundations partnership and constitutes m051 of the unrestricted income along with fundraising efforts throughout the year e.g. Annual Golf Day, Easter Campaign, and Christmas Campai8n. The council too are a crucial funder for Y8F, as we contlnue to work In partnership to support our members and thus the vital servlces they delib*r to our residents. Grant income Is the prlmary source of restricted funds through our Space2Grow programme. which reflects successful appllcatl¢)n5 to our members which ha5 enabled us to meet our strategic objectives to support our communities to thrive. Fundraising activitse5 have been driven by a stron8 and well-managed bid process supported by experts within the team, and good relationships Wlth funders. YBF have expanded their foolprint in corporate and community fundralsing. and we hth seen an increase in donatr'ons and donor engagement. As V￿11 as income derlved from Trust & Foundations. Government-backed Holiday Actlvity Funds IHAFI and Local Authority grants available to the voluntary sector have also been utilised. Core infrastructure fundin8 from the London Borough of Barnet is provided to support operating Costs, core stoffin8 and fundraising resources. The charitV'5 diversified income strategy not only strengthens Its ftnandal stabillty but also enhance5 Its Capacity to fullil its mission and serve the community effertivelv. Operating expenses continue to be manageable and In line with lower income In 2024, the expenditure was slightly increased compared with total costs in 2023. Overall. YBF remains well.positioned for sustainable growth, sUPPOrted by strong reserves and solld cash flow and prudent fiscal management. Oor*¥b)ns & A¢ts"¥llieJ lor 1.435 25J127 lJJ6 213J49 204.435 5&523 1.2 914211 242, 15,166 439 Im1.( 3L196 LJ7WS lJ49.7J4 Reserves pollcv The Young Barnet Foundation 8enernl reserves represent funds of the charlty tht are freely available, excluding designated funds and restwicted fvnds. The YBF holds a full Reserve Policy and Procedure document. and the 8oard of Trustees have set a deslred gene¥al resenrfe level of six months operating costs to enable the ongoing operating expenditure In the e￿nt of reduced fundin8. The general reserves of the Youn8 8arnet Founda￿on at 31M De￿rnber 2024 was £465.567. Flnanclal Slgnlllcant Event The turnover figure for Young Barnet Foundation is slightly lower than the previous year end. This is in line with the expected annual turnover of the organisatlon. The charity contlnue5 to operate at minimal risk, havln8 no In4*stments. loans or large debts. All risks are overseen by the Finance and Risk Committee, who review the Rlsk Register at a minimum of twice per year and when necessary due to a signifi'cant event. Relationships with all key funders are stron8. The 8oard contsnue to seek alternètl¥e income diversifi'cation supported by fundraising staff with a broad remlt and expanded corporate and community fundraisin8. There is no signih'cant concern to operotin8 income moving into 2025. although we anticipate a greater demand for grants with external economic factor5 and cost of living Impact. 3.0 Ovr approach to rlsk. complia￿e and internal controls Risk Management is a priority for YBF and evident in our day-to-day operations.. these nclude a robust linance operating model leveraging third party experts for bookkeeping, an enhanced operating model for HR proce55e5. and governance adhering to data management regulation for employees. volunteers and members. Operdtlonal enhancements wlll conttnue to be an area of focus for continuou5 improvement" YBF management is still focused on strengthening the policy and procedural framework, a key requirement as the team expands as well as, adapting and updating Y8F processes and documentatton to ensure Complian￿ with relevant legislation There are a number of scheduled acrivitles throughout the year requiring the Board of Trustees to review and approve key deliverabbes such as the Risk Register, whlch is subject to an annual requirement to identffy and assess external and internal risks to YBF and highlights potential hi8h risks whlch need further attention and action to mitlgate and manage. The Risk Register Is organised accordlng to Governance, External. Regulatory & Compliance. Financial and Operational Risk. Board of Trustees are en8a8ed and contribute to the risk analysis, challenging conclusions to ensure the full extent of any potential risk has been measured. A full board discussion is programmed in annually with sumrnarised findlngs presented. The Rlsk Register is treated as a workin8 document, and new or emerging risks ale analysed for incluslon following Sl8nificant e*nts or as a result of Trustee Board discussions. The Board malntsins a vigilant approach towards YBF'S policies and procedures. which include controls to ensure compliance with safe8uarding. dats protection and other relevant charity re8ulation. A periodic 355essment of the Risk Reglster, including rlsk ratin85 and verifying the existence of adequate controls and systems 15 a recurring topic on fhe Trustee Board's agenda. This is to ensure the Y8F risk profile is fully understood at all levels of the organisatlon and to date, no hlgh residual risks ha%* been iden￿fied that are Ilkely to result In a signlficant flnancial andlor operatlonal impact to the organisation. Designated members of the Trustee Board. based on their skill set and experlence, meet regularly as a Finance and Risk Committee with a set agenda to provTrde efficient oversight of recognised risks and identificatton of new and emerging risk5. Key matters are escalated to YBF management and the Trustee Board as relevant wilh discussion and conclusions minuted. The review and update of the YBF policy frnmework continues to be a focus in 2024 to ensure the content is in line with regulation. as well as ensuring YBF are adaptlng and adopting good practice. As o mandatory requirement and in line with regula￿On set by the Charity Commission Youn8 Barnet has implemented a stsndard process to demonstTate clear controls and process relating to safeguarding,. integrated safeguarding considerations are now a standin8 item for Board reporti.ng as well as our Risk re8iSter. Regular policy reviews are conducted to ensure that YBF adheres to relevant HR legislation. HMRC and pension regulation. YBF has also strengthened internal data handling pr¢xesses. As a charity, we are not delib*ring directly to the childrenlyoung people or vulnerable adultslpublic. essentialty. our focus is on the groups that deliver services to that cohort. The same approach has been adopted for Health and Safety standards and addressed through a standing a8enda of the Health and Safety Circle, en8a8ing all team members acioss the Ofganisatlon. HR gOVer￿n(e and proce55e5 are a critical foundation of people management and ensuring that YBF are adhering to HR legislation. HMRC and pension regulations. YBF have strengthened data processes with a more centralised database uslng Bright HR and updèted policies and procedures for recruitment and ongoing data maintenance for all employee5. Further to the safeguarding process mentioned above, Y8F require5 Staff. volunteers. and Boafd of Trustees to undergo a Disclosure and Barring Service108SI check, subject to le81slative safeguards. GOPR is an extensive piece of legislation requiring specitic knowledge and expertise to uplift all areas relating to data. Given the nature of YBF'S business, there are limited situatSons where personal data is handled. and consequent controls are required. However, Y8F are committed to demonstratirvd cornpllance in temis of daLI classlflcatlon and polKy refresh. To oversee data protection matters and facllitate communlcatlon with the ICO in the event of ny data breaches. the Board of Board of Trustees has de518naled a Data protec￿On Officer wlthin the Senior Leadership Team who reports to the Trustee Board. As a fe5uIt of these activities, the Trustee Boardls confldent Y8F has fulfilled Its obligations by establlshing effectsve poliry and processes to safe8uard personal data. We also have the following policies In place whkh support our work to manage risk and ensure compliance: Trustee Board Handbook Transparency & Accountsbility Policy whistleblower Policy Staff Handbook Code of Ethics Complalnis Policy Flnanclal Controls Poliry Youn8 Barnet Foundatlon Offi￿$ Young Barnet Foundation are based in the Old East Barnet Librdry, occupylng the first floor, incorporation office space for all staff. a meettngltraining room and co-WOfking/networking space for our 8arnet Together partners and Y8F members. Young Barnet Foundation do not use more ihan 40.0(Klkwh of energy consumption per year. Current Strate8V 4.0 Board Structure. Governance and Management The Board assumes the responsibility for overseeing the 8overnance of the Charlty and holds a mlnlmum of six meetrn8s annually to fulfil its obli8ations. The Board of Trvstees appoint the CEO. who is entrusted with managing the day-to-day operations of the organisation. The CEO provides regular reports to the Board and offers valuable inslghts. advice. and guldance on both strategic and operatfional matters. In order to facilitate efficient operations, the Board has granted the CEO delegated authority within the framework of èpproved delegation terms, as outlined in our policy and procedural documents ratified by the 8oard. Current go¥ernance and ¢)vetsl8ht cornmlttees Main Board (every 2 months) Jp Operational Wofking Group (every 2 monthslas needed) Finance & Risk Committee Iquarterlyl People & Culture Sub-committees lannualty} >b Working Groups Risk Isemi.annuall S.0 Overar¢hlng YBF Oblectl¥es INVEST- Investlng money. knowledy• Ilme, In 8•rnet's future CONNEcf - People. ori?nlsatlons. and ¢ommunttOes GAOW- Capaclty, lundlnL opportunltle5. acllvlioes, and seThkes lse¢tor development) As an or8anisatlon, we put our rnembers needs at the heart of what we do, this enables us to support groups to be the best that they can be for our childrenlyoung people and their families Our mission remalns cleaf: to empower our members. strengthen the VCFSE sector, and improve the Ilves of children and young Peop￿ across Barnet. In 2024, we built on past achievements while adaptin8 to the chan8in8 needs of our community. l. Member Support and Developrnent Delivered tailored capacity.building support, induding fundlng advice, training. and mentoring. Supported member5 in navigatin8 the challenges of a drfficult fundlng climaie. 12 Membership Development- providing advice and support, conneciln8 members r055 the BofOU8h, quarterty membership meell"ngs. 2. Advocacy and Sector Voice Represented the sector on key strategic boards and portnerships, ensuring members. Voices informed local prloritie5. Amplifled the needs of children, young people. and families in 8orough-wide plannin8. 3. Partnerships and Collaboration Strengthened collaboration thro￿￿ Bamet Together. brlnglng the voluntary sector, local authorlty. and other partners together. Continued to champion joint working as a driver ol better outcomes. Barnet Together partnershlp- an active member In this partnershlp Including the grant mana8ement of the Bamet Community Fund further driving funding Into Barnet CYP Sector. 4. Evidence and Insight Collected and shared data on sector needs throu8h our annual mernbership renewal survey. providing valuable Insi8ht for funders and deci5ion-makers. Used this evidence base to hi8hllght sector pressures and advocate for sustalnable investment. Impact MonStorln8- YBF team help or8anisations with their story tellSn8, backed up by reliable data. 5. Fundlng and Investment Secured and distributed grant5 throu8h our Spèce2Grow Children and Young People's Fund. enabling grassroots projects to deli%￿r vital support. Attracted additional fuDdin8 Into the Borough via the 8amet Communlty Fund and other partnerships. Space 2 Grow. growin8 and operatin8 a 8rant5 Pot for CYP VCFSE in the 8orou8h. through local giving. corporate fundrai5irvd and local events 6. Connections and Networks Facilitated networking opportunitles for members. building stronger pathway5 for collaboration. Continued to provide re8ular communicatlons-Trewsletters. networks, and social media-keepiTha members connected and informed. 7. Focus on Resilien 13 Supported members to adapt to the cost-of-Irrfir* ctisis and Increased demand on services. Promoted wellbein8, inclusion. and leadership development across the sector. Developing partnership bids to SUPPDrt smaller players within the sector to receive 8rants and awards to support their delivery and provide resources dlrectly to children and youn8 people 14 6.0 YBF and Its Str*te8lc Representsllon In 2024, Youn8 8amet Foundation continues to play a centrnl role In amplifyin8 the voice of our members and the wider VCFSE sector across Barnet. Through active Tepresentation on key strategic boards. we ensure that the needs, insights. and contribution5 of the sector are recognised in shaping pollcy. services, and investment across the 8orou8h. Our commitment is clear: to be a stron8 advocate and tmsted partner. representin8 our member5 Wlth integrity and ensuring that the %oluntary, communlty. faith, and social enterprise sector remains visible. valued. and influential. The results of our January 2024 Membership Survey reinforce this with 91% of members confirming they feel Y8F represents and supports the sector fairly. By 5ervlng as a bridge between our members and statutory partners, we contfnue to broker stronger relationships, improve understanding. and build collaborative solutions. This pproach ensures that the development need5 of the sector are considered alongside the needs of children and young people, creating the conditions for every chlld to thrive. Our partnership through Barnet To8ether remalns ￿ts1. By jolntly holdin8 Strategic leadership roles, we strengthen the sector's voice, promote equality. and embed the contributlons of the VCFSE into local decision-makin8. This collaboratlve leadership not only benefits the organisations we support but aho delivers a positSve ripple effect across families and communitfies in 8arnet. Looking fon¥ard, YBF remains steadfast in its role as advocate, connector, and champion for our members - ensuring the sector continues to play its full part in creatin8 3 safer. stronger. falrer, and more connected Borough. O¥ervlew of Young Barnet Founda15¢)n's strategk rewesentallon 7.0 Uniting Communhles: A Journey of Incluslon and Empowemient At the heart of Young Barnet Foundation's mission is a commitment to inclusNity and empowerment. Our diverse membership reflects the richness of Barnet's communities, and we recognise that meaninglul change happens when people from all walks of life are heard. respected, and supported to thrive. In 2024, we continued to strengthen our role as a convener and advocate, creating safe and welcoming spaces where our members and partners can connect, learn, and collaborate. Through our networks, we foster dialogue and understandin& break down barriers. and build the trust needed to drive genuine inclusion. Our BT Equalities Network has remained central to thi5 work, providin8 a platform to raise awareness of the ch311en8es faced by underrepresented communities and to ensure their voices are reflected in strategic discussions across the Borough. This collective voice reinforces our advocacy and helps shape policies and serwices that are fairer and more equitable. We know Ihat inclusivity must begln from within. Our leader5hlp team trustees, staff, and volunteers brings a wide range ol perspectives and lived experiences that strengthen our decision-rnaklng and enrich our role as a membership or8anisation. 2024: Stren8thenlng Our Communlty Impart Young 8arnet Foundation reaffirmed Its role a5 an anchor for the VCFSE sector-providin8 practical support, championing members, voice5. and enabling collectlby action. Together with our partners, we remain focused on bulldlng a fairer. stronger. safer. and more connected 8orou8h where chlldren and young people can thrfve. Member Support- Overview of Artlvities Overview of Activities 4A 710 18 1 2.1* PAtn*tr+4¢*W¥ CYP 11111 wlh pJr*xrs fLvym¥ 1459h•Jrg1 11.165 184 un I￿¢•B5•d by 102w 21 12 198 100 C'.hMty Hr￿101 hrArdot 11111 Irrd ¥eceMd Itty and pillbi￿$￿j￿ts, BoiDDIToptho, 112 WUD 4JrYn￿1￿Trv 4tknledTr Supporting and developing our members remains at the core of Young Barnet Foundatlon's work. In 2024. we continued to prowde regular engo8ement. tailored training. and opportunit1.es to connect, ensuring our members are equipped to deliver hi8h.quality services for chlldren, young people, and tsmilies across the Borough. l. Networklng and Peer Support Continued to host Chlldren and Young People's Network meetln85, creatlng a trusted space for members to share experiences, discuss challenges, and collaborate on solutlons. Broadened opportunitles for cross-sector networkin8, strengthenin8 relatlon5hips across Barnet's VCFSE and statutory partners. 2. Tralnin8 and Capacity Building In 2024, we delivered and facilitated a wide range of trainin8 for our members. Includlng: Fundraising and incorne generation workshops. Good Governance and safeguarding trainin8. 17 Youth mental health and wellbeing trainin8, including Mentsl Health First Aid and resilience-building. Inclusion-focused sessions. such as Deaf Awareness and supporting children of parents with mental health condiiioll5. Dl8ital capacity workshops, Includin8 Social media and dats system5 training. Feedback from members hlghli8hts the value of this SUPPOrt in 5trengthenin8 organisational confidence, 8overnance. and sustainabillty. Trainin8 remains a Critical component of our membership offer, and we are committed to expanding this prceramme further In 2025. 3. Constructlve ConnectloDS In 2024, we facilltated o¥er 215 new constructlve connections, linking members with peers. funders, and strate8iC Partners. These Introductlons sparked partnership projert5. joint funding bids, arml Stronger referral pathway5 for children and young people. Usln8 our Salesforce CRM system. we contlnue to capture and evidence the impact of these collaboratfjons, demon5tratln8 the added value Y8F brirvds to the sector. 4. Strateglc En8agement- Holiday Acl?vitles wlth Food (HAF} Y8F coordinated and managed the 8overnrnent-backed Hollday Actlvities wlth Ft)od programme, in partnership wilh Barnet Council. Across Easter, Summer, and Winter 2024, we dlstrlbuted £281,8S8 of fundln& enabling our members to deliver enriching holiday pro8rammes. This support reached 2,604 children and young people. ensuring access to safe actlvitles and nutritlous meals durlng school holidays. BACE Holiday Activities & Food (HAFI IJOD V< To llllO1111 18 Looklng Forward In 2024, our member sUPPOrt actfvity strengthened 8arnet's VCFSE sector by providing skills, resources, and opsy)rtunities for collaboration. As we move into 2025, YBF will continue to expand training, enhance sector connections. and advocate for sustainable funding. ensuring our members remain resilient and able io meet the needs of local children, young people, and families. Fundraising Training Feedback Feelinu UnFO)weredt sk 11 was lo have o srp&Y rnrnt•rol ¥peJk to Imm ￿1 at I1￿￿￿1 Al e￿1¥ lowrmr Spa¢e2Grow Chlldren and Young People Fund Funding for our members is uitical- YBF facilitated 8 fundiTh8 rounds In 2024 totalllng £437,678. Thls is a core component of our operating model. It is imperatr.ve that we seek to get funding to our grassroot mernbers to facilitate delivery. Our efforts are needed given the Effects of Poverty on Children as 29% of chlldren in 8arnet are growing up in poverty and we know that his means..... Basic needs unmet- larnilles struule to •fford food. heatlnl. clothln& and essentlal household costs. Educational disadvantage- chlldren In poverty are more Ilkely to fall behlnd •t school due to la¢k of re50ur¢es Ibooks, Intern•t acce5$1 qulet study space). Poorer health outcomes- hlgher rates of chlldhood obeslty. chronlc Illft•s$. and mental health challenges. Reduced opportunities- Ilrnlted access to enrlchment •thitSes Ilke sports. arts, and clubs that bulld skllls and conlldence. Increased lsolatlon- chlldren may moss out on soclal ac￿vItIeS, blrthdays, and trlps, feeling excluded from peers. Family stress- financlal hardship place5 Z4ddlUonal straln on parents and care￿, affectln8 home life and relationship5. Long.terrn impact- poverty In childhood increase5 the risk of unemployment. poor health, and contlnued hardshlp In adulthood. 19 That is why 5pace2Grow Chlldren &Young Peoples Fund Mqtters... Provides direct fundlng to grassroots groups who understand local needs best. En5UTes thotjsands of children and young people can access safe spates. SUPPOrt servlces, and enrichlng a¢tsvities. Helps level the playing field. 8Mn8 e￿ry chlkl a falrer Chan￿ to thrlve- not Just survive. Builds stronger, more resilient cornrnunities by tsckllng dlsadvantsge at Its roots. The data below provides an overview of total Impact at)d outcome with full detalls of the funds awarded to members in 2024. SpJco2Grow 20 Space2Grow CYP Fund - Grants to members- 2024 No. of Awards Totsl Awarded Or8anlsatSon Narne Northernland trust GIVE YOUTH A BREAK £82,080 £23,940 E22,800 £21,940 £20,698 £18,592 £17,528 £15,390 £13,250 £13,072 £11,730 EIO,942 £9.550 £9.LXY) £9.IX £8,436 E7.404 É6.080 £5.930 £5.814 É5,7 E5,140 £4,750 £4.725 £4.5(Xl £4,264 £4,250 £4,249 E4,130 £4,130 £4,130 £4,IX*) £4,IXX) £3,995 £3,990 £3,987 £3.831 £3,768 ETC YOUTH Unitas Youth Zone Somali Bravane5e wdfare Association in Barnet Fun Unique Social Enterprise C.l.C. SOTO Inspire5 CIC The Hope of Childs Hill ITHOCHI The Reflection Project Cricklewood Boxing Club The Axis Educational Trust Community Network GroupCIC 8read n Butter CIC Art Against Knive5 Action Yovih Boxine intervention IAY811 Tivivos Ha5hem- Chabad GG Chazak Ltd YMCA Tarling Road Community Hub Nene Tereza Barnet Community Projects Ebony Ambassadors CIC Center of Excellence Chabad of Finchley Jewish Family Centre Jewish Women's Aid The Art5 Depot Trust Ltd Canons CC Ebatt Projects Horn of Africa Women's and Children's Assoclation OYA Organisation of Young Africans Llving Way Ministries Hope North London North London Music Therapy CIC Mother to Mother Wild About Oui Wood5 CIO LIFT CIC Grow (We are Growl Bulldogs 8a5ketball CIC 21 JOY (Joinin8 Old and Youn81 Head Held High Oiwis Creations CIC Resources for Autism Stonegrove Estates Youth Project ISEYPI The 8oy'5 Clubhouse Motion4Kids CIC RCCT CIC Barnet Education Arts Trust Our Kids First Dare2Dance Company CIC Papatango Theatre Company Angle's Keep Calm and Sin88roup Mathsmakers Our Home Our Planet C.l.C. Phoenix Canoe Club Lid SweetTree Farming For All Grand Total £3.703 £3.420 £3.386 £3,360 £3.040 £2,432 £2,052 £1.800 £1,520 É5 E250 £250 £250 £250 £250 £250 f250 £437,678 It has well documented that Smaller local groups are dependent on local grant pots to enable them to delivery for local people. The shrinking of this strdnd of funding localfy is having a detrimental effect on our local 8fOUPS. For that reason. Space2Grow has becorne cruclal strand of funding wlthin Barnet for those workin8 With CYP. YBF is proud of the ncreasing funds ralsed since 2017 and will conllnue to be a core fundraising strategic goal for the team. Total Space2Grow since inception SPACE 2 GROW £4fA).tIxi £11XI.(IXI TolA Avdi(hxl EO Aw•rt* 22 This is supported byour annual survey of our members Please indicate if you have received funding from any of th6 following Sources in the last 12 months 52 oth8r funder8 rn• ¢K*mpl•* Il•t•(I b•1 . Art C(rtJrKI Backsi&Je TTr￿1 . Co Op L(ul Fw Tn . Trust . Jack Pelclw B•rnet Communlty Fund- reported under Barnet Together Alll*n¢e Supplementsry Sthooh: Empowerlng Educatlon and Incluslon In 2024, Youn8 Barnet Foundation reaffirmed its commitment to supporting supplemenlary schools-community-led initiatives that provlde vital educational and cultural learning alongside mainstream schoolln8. These schools, many rooted in Barnet's diverse ethnic and faith communities, play a crucial role in promotin8 educational attainment, cultural identity, and incluslon. Through ourSpace2Grow Fund, we continue to allocate funding annually to strengthen educational provision, with a focus on core subjects such as English, Maths. and Science. This funding helps children and young people build confidence. improve academic outcomes, and overcome barriers to achievement. 011 23 Our collaboration with the National Resource Centre for Supplementary Education INRCSEI ensures schools benefit from guidance, training, and quality assurance helpin8 them to grow sustainably and deliver high standards of education. By investing in supplementary schools, we are not only nurturing the potential of every child but also strengthenin8 community connections. promolin8 inclusion. and celebrating the culiural dlversity that makes Bamet unique. Christmas Gfft Campal8n In December 2024, Young Barnet Found*ion once a8ain brought the communlty together through our Chrlstmas Gift Campai8n. ensuring that children and young people facing dlsadvantsge were not forgotten durin8 the festive season. Thanks to the generosity of local businesses, community groups, and volunteers. we dlstributed just under 3.0(M) gift5 through our members and partners. Thi5 included corporate fundtsisin& in.kind donatlons. and hands-on volunteer support with wrapping and distribution. The campolgn not only delivered joy to children and young people but also created meaningful opportunitte5 for local corporates to engage in social responsibilitv. Strengthening connecty'ons between businesses and the community. Thls annual initiattve continues to highli8ht the power of collecttve action-showing what can be achleved when partners come together to share kindness and support Barnet's most vulnerable families. B•rnet CommunltyHub The 8arnet Community Hub in East 8amet has conttnued to grow as a vibrant co-working and collaboration space. brin8in8 together voluntsry. community, faith, and social enterprise organlsations under one roof. More than lust a buildlNd, the Hub has become a catalyst for Collabora￿On and innovation- a place where groups connect, share expertise, and work collectively to deliver greater impact for children, young people. and families. Its flexible layout provides dedicated areas for meetings, strategy development. and joinl working. HOT DESK8 1 WORK POD8 1 MEETING ROOM 24 In 2024, the Hub also cemented its role as a centre for contlnuous leamlng and professlonal development, hosting training sessions. workshops, and seminar5 designed to build sector capacity and fesilience. The success ofthe Barnet Community Hub lies not in the bricks and mortar of its former library buildin8. but in the community, it nurtures a diverse netrwork of organisations and individuals coming together. exchan8lng perspectlves. and driving positl4E change across the Borough. However. as this is a meantime space, we are mindful that we have to find another location to base our servlces that a vital to support our community. Annual Member Renewal and Satisfadlon Sufvey- Stste of the sector It is important that YBF 8athers key data and feedback to ensure core Strategic objectives are bein8 met. An annual Member Satlsfactlon Survey Is completed providing criilcal data to support future strategic plannin8 and adjust the delivery and collaboratr.on approach if required. The data provides benchmarks of standards and h￿hlIsh1$ are35 of focus and development. Our member renewal (collected in January 20251 captures data from over 170 VCFSE or8anisations working with CYPIF in 8arnet. It provides invaluable informatton about the sector, and the individual grnssroots organisarions. Not only do we better understand the challenges and changlng needs within the CYPIF sector. but it also facilitates better collaboraljve working with our strategic Partners across Barnet. We are also able to provlde much more tailored support with our organlsations where necessary. 69": byYBF ￿¥* to{L4YIgThY*th 8Tr/. yl Irrtlhtyt Testimonials and positive feedback are always appreciated. fvrther cementin8 that our strategic objectives and collaboration 15 making a difference. This dats is also beneficial for 25 our bid writing and working with Trusts and Foundations for future funding. reitera￿ng the need for this service and advocacy in the community. Flndlngs & Analys1$ VCFSE organisations vitsl work for the CYPIF sector continues amidst an ever- challenging backdrop. YBF members are repOrtIr￿ a decline in organi5ational health compared to the previous year's renewal (carried out in January 20241. 65.5% are growing166.4% in 2024132.2% afe surviving131.4% in 20241 and 2.3% are declining12% in 20241. Capacity constralnts conlSnue to pose a serlous challenge. particularty in light of reduced funding concerns and stsff well-bein8. Glven the challenges presented by a redurtlon in accessible funding, the Space2Grow CYP fund remains an irnportant vehicle for reaching vltal grass roots organisations. Outside of Space2Grow, The National Lottery. john Lyon's Charity and Local Authority are the most Significant funders within the CYPIF sector. VCFSE or8anisaYon5 have noted that COSt of1Sving. mental health issues. limited soclal actIvi￿eS(SO¢{al exclusion) and General poverty are the main concerns of thelr cohorts. Collaborattons and partnership working conilnue to play a ￿tal role in addressing the needs of the CYPIF sector. Challenges for the Chlldren and Young People ICYP) Sector What 3 ¢￿lleng•• l# your ¢>rypnl•atlon eurr•ntty l•¢in9. Wh*t l¥ Importani tr*V￿? 39 Qlhv . J8 L4[* Of￿*￿- . JS V¢bMkn7 w• •Y•LII . 20 In*J*wth 23 ¥ithnwr•qrs 18 Lxk *41 26 In 2024. mental health challenges have emerged as the m05t pressing concern raised by our members cohorts surpassing the cost of living. Organisatlons are consistent emphasising the Importan￿ of access to funding support. small grants pots and networking opportunities. This Is unsurprising given the mounting pressures brought on by the cost-of- Ilving crisis, which conD"nues to strain resources and limit operational capacity. roncerTI do tl)oy appeir to be raiBiny tho moal'P 73 The survey responses illustrated the multifaceted challenges currently tscing organisations. with reduced funding and capacity to offer services emer8in8 as the most pressin8 issue. The ongoing COSt￿f- living crlsis, contlnue5 to strain financial resources and limit seryice delivery lO￿L•￿T 42 4Q 28 Growln8- survlvln8- decNnkns ?024 TUrTro￿r One of the key indicators of the sector's overall health Is the evaluatlon of our member's strate8ic and organisational well-being. The results captured in January 2025 confirm that 65.5% cite their Organisa￿onal health as growin81116). 32.2% sur¥lving 1571 and 2.3% declining141. 1>% Empowering Small and Local Charitles: Drlvlng Lastlng Change How many different young people have you worked with in the last 12 months? (Data from 175 members Our members cont6nue to make a profound Impact across communities. Year after year. evidence shows that small and local charlties are uniquely positioned to rebuild trust and fill critical gaps where traditional systems fall shorl. When others Struggle to connect or deliver. these charities step in- offering support that transforms lives. 223,503 different young people worked with in the last 12 months CYPKF *twth"ry 1 woup. 11 27 This work Is not only vltal, it's visionary. These smaller organisations bring deep, lived experience and insight into what doesn't work and more importantly. what could. Their close ties to the community allow them to innovate. adapt, arml lead the way in developlng new, effective approaches to support. We believe in harnessing this knowledge and empowering our small and local charities to be agents of change. By supporting their efforts. we foster innovanon. strengthen communities. and help prevent issues before they arise. Our commitment rernains strong.. to nurture and grow this work so that our Borough continues to benefit from the resilience. creativity, and impact of its small and local chafitles. More Inslght from the Barnet VCFSE CYPIF Sertor w￿lIc￿ Li￿0 uroup4 00 Vtsu Liirrontly work Villh? Ju Tuppoit 7 12¢ Comlng Ye•r- 2025 Over the year of 2024 our approach was proactive, Meeti￿ challenges and overcomin8 them. However. our enthuslasm remains unwavering as we harness the potentlal of cross- sector partnerships and we wlll continue to do the followin8 in 2025. l. Actlve Llstenln8 and Advocacy: We actively listened, learned. and shared best practices. Ouf advocacy efforts hampioned small yel vilal local groups. 2. Supporting Our Member5 and Communltles". We steadfastly 5UPPOrted and championed our members and the communities they served. 3. Collaboraiing to Address Inequallty. We collaborated with our members to addfess inequality. 4. Personallsed Support for Members: We continued providing invaluable personal I to 15upport to our members, Including bid writing assisiance. facilitating connections with potential partners, and offering diverse funding. training, and capacity-building opportunitlÈs. This support empowered our members to diversify their Income stream5. 5. Trusted Alty Durlng Cvtsls: 28 IM￿)rtantly, we maintained our role as a trusted ally, providing a safe and non )Fvlicable law. Our lespwsthlilies under those SI￿9[d$ gre fiwlher described in the Auth'lor's reSponsib￿lI1e$ lor lh8 audrf ollhe IMarKial sf8lem8nts secticn of ow re￿ are Independ•nl of the charity in accordarKe wlh the eth￿￿ reqi*rement$ Ihat we relevan¢ lo ow •Jdil fl the financtal stalemenls in the UK. ¥￿I￿ng the FRC'8 Elhul Stand8rd. and we have luir￿ed our other ethic respon8ibililieB in accordance vilh IINry$e requirements. V* believe that the audit ewdence have obtained ib suffic￿ aNJ lo wowde a bgsii Icff cF¥"Thon. Coii¢lu$lons relallno to golng concem In audrting the fin•rrial 5tsI•mw￿$. we h￿e t￿￿1￿￿¢￿ that the thectc*'s use ol the goiry c￿M basls of ￿¢¢untIng in prepa￿On ￿ Ihe fm•ncid slatementi is approw'•le. Based on the work we have performed, have ncé hjenlified any materid uncertair￿.es Telating to events or ¢￿KIrt10ns that. Thjiwdualty ￿ cdlecbvety. wnay cast swificwl dtyjbt on the y￿ng Barnet FJJndation's ability lo ¢c￿lIn￿e as a go#vJ ccmcem fcrf a of al least 12 months from when the fin8ncial 81alemenls •re is1￿. Our respon￿bIl￿eS and the re¥0￿￿￿￿leS of the direc¢(ws vAth goiry ccvKem are described in the [dev￿1 sect1u￿ of thu8 reptyt. Otlier inlormation The other inform*ion Com￿se$ Ihe inlcrfmab'on in(*Jded in the annu￿ reFort. i￿u￿'ng the tru51ees' report. other Ihan the finanoal slalements and our auditor's report thereon. twslees are re8ponsit4e for other inlomiatson ￿ntaIned wU)in the rewrt. Our opiThon on the finanaal statemenls does not cover (Iher inl¢ymalion and, excepl lo the extent expl￿rtlY 8taled in OUT report, we do ncrt express any fcrfm of assurance thereon. Our respon￿bIl.1Y 1$ lo read ￿ ottw Inl¢xmab'on ￿, in dcing so, con5Kler thher the crth information ss Materi￿lY inwisistenl wth the financ3aF statements or our kn* obt•ned in the rse of the audrt, or (I￿rI%￿se aFpeaTs to be materialy misstated. 11 we idenlify such materi inconsistencies or apparent matenaF mis$l#L*nent5. VIE are required lo detemine whether this gives rise to a materi* mi881#￿er￿ the slatwneJrts Ihemsehe& If, based cn the work we have 36 rformed, we u)ndude that thtre is a m•tpJi* mi55t*ement ol Ihis itrr informatiL¥i, we are required lo reptst th81 fa( We have rnif4.ng to rel￿ in this ryd. Matters on whSch we are required to report by exceptlon In the light of the kno¥*ledge and understsnth.ng ol the chwty and its enwrorment thtained in tt Course of the audit, ￿ have not materi* misslatements ￿ the trustees. repjrt. ave rn7ltring lo reFth h) respecl of fv loknw"r4 maltws in relation lo the Chwilies (Account5 and Reports) RegulalKrfts 2008 re(pire us to reptst lo you il. in fAW c4y.rK￿.. .the infwmatKJn given in the tru*es' reprAt is in ary ma¢en* reipecl vAlh the financi 8tal•m•nls,' *iuffic4•nl xc(xmling rec￿d3 hove b¢en kept". c we have rKeNed all the inlc*n)alicffj eXp4anthu￿ reowe fty our a￿1. Responslbllltl•* of IN$t• As eXF*ined mw• fvlty in the trustees. rnJFxrnth'lrt￿ slatwnent aat 36, the truot88$ af8 reGponsit4e lor the wepar•lion of Ihe linan¢Jal statem￿13 and lor sali$fied that they give • true d fair view, an¢J fcrf such iniernal cortrc4 83 thfy tntslees detemiine is necessary lo en8tAe the eparat￿ of ￿an￿OI stalemenl$ that are free frcrfn m•tenal mi58tatemenl. vthelher due to fraud cy In prepar¥¥J the finanual stst•menls, InJ8tees are responsi￿e for 8s$e551ry the charity's aknkty lo continue a8 a gtyng concwn. d18dowThJ. ￿ aF*èble. matters related lo gtyng ¢LrKèm and using the ng concem basis of accounting unless the truslMs ertlw inlend to bqwdate the chanly LY to cease cFeralicTh. lx hav• M r•al8lK dtom•li¥e lo sk+ •Q. Audllor'• r•¥ponslblllde• lor tho •udlt of tho flftanclal statsm•nl• have h¢n appc4nled 8$ a￿1¢¥ under secb.￿ 144 Chanties Act 2011 r•wt in •c¢ordwJ vnth the Act and rd•v4rt mado or hawTr3 effe¢l therew￿•1. Our ol'ectNe8 8r? lo c*tain reascmwble 8lxMJt ¥h￿ther the fin•wal ¥Litemen18 as a e fvee fr¢Jn material misst8lemenl. thtslher to tr￿d ￿ errcy. aTrJ to issue an aLvJitOT'S report that indudes 0￿ wnK)n. R•ason•ble 8ssurance is a hgh level of assurance. bul 1$ not a gv¥ante• that an wjrt conduded in acconkn wth IS4$ (UK) afrway8 detecl a matena misstglement vthen it exist8. Misslatemenls can •n¥e fr¢¥n fraud cx ev￿￿ wxl w¢ if, individuaty ￿ in the aggregate. they c(xld Tea80nat4y be expected lo Ihe econcthic de¢l¥i¢J)s cl users taken t the bows ofthese financial st*omerrt& Irregularilies. including fraud. are instsncH ol r￿phanCe with laws and regulations. o¢edures in line with our re5ponwbllil￿, ab)ve, lo deted malerid mis*atemenls in respect of irregularities. Inc￿1n9 fraud. The exlenl lo **Mch w wocedwe$ We capable ol detectir¥J Irregul¥lts"e& induding fr￿d is delaw belw. Our approach lo thntrfyirrfJ 8nd assess1￿ I￿ iidls ol materia mis5taterTwI in resped of ilregulwilies. Ind(KllThJ fr￿d I￿.¢4)m￿l￿ with IWAF *¥J féwlati(ffiB. •# fallm.. 37 . the engagement partner ensured Ih8t the eWwr￿nt leam c￿1￿c￿"ve1Y had the aprmpriaie cffiipelence. capats"liti"es a￿1 skllslo identsfy OT Tecogntse n•ianc* wilh ar¥4icable laws and regulatims. • we idents.fied the laws orKI reg￿1￿$ ¥wi￿lIe to the cryny Ihffjw thsc4Mions Wbth dirÉ¢tr and olher managemwm. frcm kn(A¥ledge and experierrA', . wo fo¢used on SFe¢Jfic and reg￿al￿$ whth we corsidwed may h•¥e a direct mat•rial off•¢i on thè finar￿1 slatwnents (w Ihe cyerations ol c￿￿p￿Y. • we assessed Ihe exlent Olctvn￿4￿r(e wth Ihe *rKI regulaticrn identified •bryrt 1hrou￿ makry erquiriès of management aThJ leg81 GCrfTe8wnd￿ where /F￿￿at1e." and • idenirfied laws and reQ￿alK￿S were ¢tynmunicated vth'n Ihe 8￿Irt leam regularfy *Ki team reMa￿￿d *rt to inta￿￿$ olnor￿C%)￿w￿￿￿ Ihrwfvt the ￿drt. We 83seysed the suxepb'blity ol the corrwnl$ fin￿131 $18len*rt• io maw mh618iemen( indudlng obtaining an unde¥slanding gf Ivx fraud nNght at￿r. ty.. • making enqiwries ofm8nagemeth as to*lwe tw c￿￿deredth￿e w¥s $usceptibHty tofw8, Ihelr knovledge ol actud. suspecled aTh1 aleged frwd.. • cOn￿de￿9 Ihe intemal corthls in Fl•ce ¢onitiWe riik$ ￿l[?￿j rw-cc*xr*"8ncewth laws •nd rewlalions". and To addresB the olfraud I￿￿0h m•woemrrt t*•• tr4thid8 of Cth*r(ts, ￿." . perlmd unwat or w*xped•d r￿￿K)nships. lested journ4 enlries to id•nlfy w￿SUal Ir￿sa￿l)n8.. assésgedwhether judgernents a￿1 aswrwv￿rnade in det•mi¥ty the a(xountiro •slim•ieiweTe indKal*ve ol ￿tentral tx"as. • inv•$llgaled Ihe r8bon4• bthd •grwficant or urxtyual trwsaclwJn& In r?Ipon8e lo the rfsk of irrewAartti08 and 1x￿￿cL¥￿t&fjr*O with IM reg￿th8, wtr dmiwod ocedum whith incI￿led. bLrt limrted to.. • agr￿n0 fin•nrial 8t*wnenl d8dowre• to ￿dert￿l￿*) surpyb'ng • ￿adIng Ihe nNnLrtes ol Meet￿g$ of Ihose ch8rged t•rth g￿Mm￿t.. • enquiiing ol management 88 to 8du#l Wffibal qnd d•*m•.' are inhgrert h"mrtatth$ in ow wdrt y(Kedwes (knsuibed above. The mrxe removod that Isw5 and regulations are from finanaal tr￿$actsc￿. the less likely rt is that w? would become aware of non-c0mpli￿Ce. Audth"ng slandards also limrt the audit woceduru rewired lo Identify no cOm￿lance vAlh18ws and regulati¢yts to enquiry ol the directOT5 o¢her man&Jement and the insF4CtKn of re￿at￿Y and legd etyTewKlence, rf ￿y. Material misstaiemerts that arise due to fraud can be hath lo d•t•cl than those Ih8t from error as they may Invofve deh"berate wicethienl LY coNu¥wJ). A lurther de8cdpli(m of cxx responsiblrties for the of the finaTrial sLitements is hxaied on tr FinarKial ReiW(ing Ctsjnol's website at". ..￿￿￿! LJk...iadiicisiebP.Ul 1S1_L'i.',ies. This desryiwkn lom￿ p•t our ￿￿1¢￿,3 TepJt. GravitaAudil Oxft>rd LLP is e1￿.bkn for ofthe chanty ty ifjrtue cl rt5 eligtyif(y for apFonlmenl as audf(or of 8 coryany Sect￿ 1212 of the CM)wies Act 20(￿. 38 Use ol our report TNS reF*Jt is made sdety to Ihe dwntWs tru51ee5. as a body. in a¢¢ordance wth The ChariliesAct 2011. Our audit ts￿rk has been undert8ken so that mtqhl Stale lo the trustees those matters we are requiied lo slate lo thwn in an audrtor's report other Furpose. To the fullest extent pemiitted by law. we do not ￿¢em or assume respts)sib'lty lo anyone other Ih8n the ¢￿tY,5 trustees as a LLxly. for our audit vffjrk, fcrf this reM, (w fcy the 0￿"nIOnS have formed. Robert KIrtI￿d FCA (Senlor Statutory Audltor) For and ry) behall ol Gravita Audrt Oxfryd LLP, StatsAwyAutht First Flwr, Park Central 4041 Park ErKI Street Oxford OX1 1JD 39 11.0 Flnandal Statements 40 Theyoury 8•rnet F¢Junda¢lon S¢•ternent of FINndal Actlblfl•s Year efid•d JI Decernber 2014 unr•Str￿ Rtttrirted Total Funds Totsl Fundi F￿d5 Funds 2024 2013 Not• IntOh* & Ehdowmen Oonlibns & Legacies A¢tlvifies tor ieneratini lunds In¥estmeTrts 204.435 25JI27 1.236 213J49 204.435 S6,523 1.236 910,211 24?,069 IS.166 439 31.496 Ch•rii•tsle aciNity 696.862 Im2. Trf•l kntomlw ruourras 444￿7 721.358 1,171,405 1.349.734 Eypendlttsre on.. C0515 of r•￿nI fwds Charlt•ble aaiv 23.305 622,153 34.887 924701 io,iii 1.117.816 8&9 T¢t•l rosource5 •xwrMl•d Jiiijo 645.451 961.5 1.197.927 Nei IncomellExpenditur•l fty lh• y•af belor¢tr4nslers IIY.917 81.91x1 210.817 151,807 Transfefs between lunds 38J61 138,3611 Net In¢omellExpendltur•l lty the ye4f 166.2?1 M.539 210,817 151,807 mo¥ement In funth 16fj27B 21V17 151 Balwces br￿shI lotw•rd ai 1st Jinuary 2014 293.189 390.801 S38,283 BalwKes carrled frnrd •1 31st Oe¢ember 1024 465,567 435,340 9XJ.907 690,09) All dK%closures rel•t• only to contirwing aE¢th'll•s. Al s•wisand ID55es in the year are Ind￿￿ed abtye. 41 The Youni 8wnet foul￿ation •lanc• Shoet As at 31 De¢tmber 2024 2024 X123 Current Ass•ts Debtors C•sh ai bank and in hand 12 90.874 872.069 962.943 286.487 559.980 846,467 Cr•dllors. amounts f41ing due withln one year 13 62.036 156.377 cwmnt assets 9(Kl.gI7 Total net 4Js•ts g(KI.907 690.090 FuThls Restrlcted 14 435.310 465.567 91XI.X17 390.801 299,289 Unre5trlrted- Gen•ral Approved by the Board ol Trusiees 11￿ authorlsed lor Issue on _ behalf bv., 30-10-2025 . •nd ￿Rned on Its N•me: Jonathan 8everlyi chal r 42 The Youni 8amel Foundatlon Cash Flow Ststern¢nt Ye•r ended 31 December 2024 ote 2024 2023 Cash fvws from operatlN Cash ieTherated Irom opera1¥) 310.853 112.S71 N•t Cash pTo¥lded by op•raikrf artMtI 310.853 112,S71 C•sh fhhvs from Imiestlw xtwles Interest ieceib*d 1.236 439 Net cash used In In¥￿t￿6 •C1￿11t1 1.236 439 Chanlt In c•sh and ash •qulv4lMts the reportlni p*rbod 312.089 113.010 Cash and ¢•sh equlvalents at the tseWnnln¥ olthe rtportlni perlod 559.980 446.970 Cash and cash e4ul¥•l•nts •¢ the end ol the reportlni 872.069 SYJ.9UO Th• Ywnl B•rnet Fo¥ndatSon Notes10 Clsh Flow Statement forih* yur ended 31 0¢￿Mb￿ 2023 I. REC014CIUAnON OF NEf INCOMyiexpeNDITUREI TO NET CASH Ftow FROM OPfRATING ACTMTIES 2024 2023 Net Incomelltxpenditurel for the repDrtln¥ pwknd las p•rth• Statwnent ol Fh)a•Klal A¢tfv*les) 210,817 151.807 Adlustments lor. Inierest reCeI￿d Ilncreaselldecrease in debtors Increa5elldecreèsel in creditor5 Net ush pro¥lded by optr•tlons 11.2361 195,613 194,3411 310￿53 14391 40.432 179,2291 112,571 43 The Young B•m•t Foundatton Noi* to the Ac(ounts forihe year ended 31 De¢*Tkn 2024 l Ac¢ountiry polkkns Ch•rfly Inlormath)n The Youn8 Barnet foundatloh Is a charItsb￿ Incorpofated Orlanlsatth. The wknclpal addrtss Old East 8arnet Library. 85 BTookhill Road, Easi 8èrhet. EN4 8SG. O•sh ol prepafail The flnèntlal siatements beefft prepared In aCCtyd•nCeT￿th Ac¢o¥ntkni #nd Reportini by charlt*$'. aiement ol Aecomrnended Prattite applKable io ch•rIt￿$ prepa1[￿ their acc￿NIS in atcordance wlth rhe Finènclal Re￿rt Siandard Op￿•coble in the UK •nd of Ire￿nd (FR$ 102 •llttiNe l January 20151 & Icharitos SOAP FRS 1011. The fifiancial staternents •re p￿pared ￿ sterln& wh￿h is the functional currency ol the Charrty. Monciory amounts in these flrtafi¢o1 statements are I￿nded to ntare3t £. The Youn8 B•irtet FoUndat￿n meeis ihe definltlon of a publK b¢n*fil *ltlty under FRS 102. AsSetsar￿ IkbJlltl•s Ire Initlally recoRni5ed at hisiorK•I cost or IraF￿rt￿Th ¥alu¢ urdess Othery¥￿e slated in r*lw•DI Icrounting polk¥ or note. Golni cOn￿M The Tiustee5 consbder thai ihere Ls no matenal unwtalM*S•tx)ui the th•f6ty'$4bdlty to coiitlnut asa Grants are recryrAstd 4$ hKon* w￿￿ t￿ entff¢kment to theyant Is cert4ln. Gran15 made toward$the tosts of spetific acrNitks and servk*5 ore cla55if*d as costritied w*orn¢. Where Str¥￿•$ lie #ot luly deli¥tred In peFw)d ie5trKted ￿(on* w45 recewed, the bal•rft ol the 8rant Ss held in resirkted fvnds. Giarsis towards Ihe cost of acquiring assets •re tlasslfi*d a5 iestrkted i￿orne wl*n rKet¥ed. A Iransfei 15 then made Ir¢)m restrlcte(I funds io unresirkied lunds to rellect the purch•se ol caWtsI Iterns. Grants ih•t wovhle core lundin8 ora ienerll ¢￿111￿jtOOn to (￿lity are knthjded Invoknnt•ry iK A¥era8e number ofempbyees and a¥￿8• of fLII tlme equlvaknt eftw*ees was.. 15 15 The emolun*ntS t￿One stafl rrerntw ?re withln the f•ryof £60.IXA) 10 £69.999 12023- on• In ihe f•n8e £&).th￿ to £69.9991 The key manageff*ni wrsonfiel ol the charlty corrwtsed ihe trustees thiel E¥ecuth* Offitef, and the Chiel C*eratin8 OlfKer. The toial rernuneration of key rnan•8e￿t personnel durln8 the year was £132.61112023.. £129,934I. FOllty•ffj￿ the tnd ol the Y￿r, the Ch￿1 Operatlni Crflicer role was dlxofiiin￿d and no kn8er extsls. 11 Èo•rd olTrw￿• •xpmws No ÈxpertSO$ pabj to Tnistoes. No rett￿￿rat4)n was p•ld to•hy Truglee. IYJ23.. ENILI 12 Oebtt>rs 2024 202J Accfued I￿¢ ,874 .874 286.487 286.487 All ijebtm ty￿ reco¥erat4e ￿th6Th oré ytar. 48 13 Credtors. amounts fallir* due wff£hln one y•¥r 2024 2023 Accrued èxpenditure Giants payable Taxation and sodal Security 55.903 41,075 113,729 1,573 156,377 6,133 62.036 Balance 31 Decernber 2024 Balance l Jafiu 2024 14 R•strlrt•d Fynds Transler Inc¢Mn 38.361 63.277 105,136 154.8681 138.3611 shot PmJECt 21.647 41,630 IMF IHc4thAnPrtyFundl 1105,1361 54,868 63,090 MAF I￿￿0•¥A￿mtyF￿rf11 Sp•¢*i¢>tr* 489,362 3S.CrfX> 172.5fX) 409,612 31.132 159.562 142.840 117.662 11S.LXrfJ 7,Sth) 10.708 113.794 114 112,8221 Toth th￿￿m*sG* c￿91 2.517 31,496 23.305 728JSB 645A58 138,3611 435.340 49 Balance 31 Rtstrf(t¢d Funds (Prlor Yew) l Januwy 2023 Tr•nsf•r 2013 137 1.137 126 I,aJo 126 21x1 HerdJr4an Tiusi 2W C¢Mp Fi 1.057 7.X)3 4.049 61.282 105.460 131.4201 1.057 7.303 YOF Cow0?f￿1(fs 14.0491 29129 52.750 42.183 1.179 38,361 63.277 105.136 Uyjhcrt Proknt 497.735 I1,￿0} 12,049 112.255 4.074 299.296 147.J36 14.584 184.412 228.158 113.794 114.88dl 154.8681 25.954 ot 27.8 19.4691 6.421 39.429 9.469 67.219 Iilt•sirurtur• 6.421 IIAXJOI V•th trGoc PILC 7.250 7,250 30,OY) 2,243 3,332 nrkhMtsitCotyL￿￿Qr 5.150 5.849 12.9071 2.517 324.149 I.IX2.917 1x113.358 11.9071 3￿.801 Cwlufvj. Cre4tMi 5•1t5Pa￿51L¥W¢pe(rf41 H•SIHvl*yk¢I¥￿Fund1. PIDPLI M•r4yrnMtol •